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Cheat-Sheet - hbbjjj

business administration (International University - VNU-HCM)

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Question 1: Group Report: Reengineering
A. Group Project Requirements
- To conduct the group project, you need:
 Read the “Reengineering” book.
 Read the section “Job Analysis”.
- In your presentation, you need
 Introduce the key content of the book “Reengineering”.
 Summarize the key issues of Job Analysis.
 Lessons need learning from experiences of companies in
“Reengineering” for job design and job analysis.
B. HR Function in the Group Project: Job Analysis and Design of Work
- Job Analysis: The process of getting detailed job information is referred to as
this term. Organizations must understand and match work demands and
personnel to achieve high-quality performance.
- The importance of job analysis is as follows:
Work Redesign: To re-organize work in order to improve efficiency or
effectiveness.
Planning: Analyze an organization's human resource demands in a changing
environment and establish activities that allow a company to adapt.
Selection: Discovers the best candidates for job openings.
Training and Development: To ensure that the training will prepare workers to
perform their jobs effectively, the tasks performed in the job must be
identified.
Performance Appraisal: Obtaining information about each employee's
performance in order to reward those who are effective, improve the
performance of those who are ineffective, or provide a written justification for
why the poor performer should be disciplined.
Career Planning: Includes connecting an individual's abilities and goals with
possibilities that are or may become available inside the organization in order
to place people in employment where they will thrive and be happy.
Job Evaluation: It entails determining the proportional cash value of each job
to the organization in order to establish internal pay systems that are equal.
- Job Design: Tasks, roles, responsibilities, and other factors are organized into
a productive work unit. Because they frequently establish jobs and their
design components, managers play a significant role in job design. They must
ensure that job requirements are clear, as well as decision-making
responsibilities and worker accountability.
 Job Enlargement
 Job Enrichment
 Job Rotation
 Job Sharing
- The textbook suggested 4 basic approaches that have been done for job
design issues. The difference between these approaches is the aspect on
which they concentrate.
 Mechanistic Approach
 Motivational Approach
 Biological Approach
 Perceptual-Motor Approach
C. Report Summary
Reengineering means to disregard all the assumptions and traditions of the
way business has always been done, and instead develop a new, process-
centered business organization that achieves a quantum leap forward in
performance. Reengineering is the opportunity to develop the rules by which
business in the future will be conducted rather than being forced to operate
by the rules imposed by someone else. As such, reengineering underpins
every attempt to seize and maintain a true competitive advantage.
TheReengineeringConcept Reengineering is defined as the fundamental
rethink and radical redesign of business processes to generate dramatic
improvements in critical performance measures -- such as cost, quality, service
and speed.
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Reengineering initiatives typically lead to a business organization with these
characteristics:
1. Business processes are simplified rather than being made more complex.
2. Job descriptions expand and become multi-dimensional -- people perform a
broader range of tasks. 3. People within the organization become empowered
as opposed to being controlled.
4. The emphasis moves away from the individual and towards the team’s
achievements.
5. The organizational structure is transformed from a hierarchy to a flatter
arrangement.
6. Professionals become the key focus points for the organization, not the
managers.
7. The organization becomes aligned with the end-to-end process rather than
departments.
8. The basis for measurement of performance moves away from activity
towards results.
9. The role and purpose of the manager changes from supervisor to coach. 10.
People no longer worry about pleasing the boss -- they focus instead on
pleasing the customer. 11. The organization’s value system transforms from
being protective to being productive. Reengineering is not solely about
creating new business processes -- it focuses on creating a new company.
Successful reengineering programs undertaken by large and small
corporations in the past have these common themes:
1. A focus on processes rather than organizational boundaries.
2. The ambition to create breakthrough performance gains. 3. A willingness to
break with old traditions and rules. 4. The creative use of new information
technology. Every company’s reengineering program must be unique if it is to
achieve anything substantial. There are no guaranteed-to-work or step-by-step
prescriptions that can be followed in reengineering.
To succeed at reengineering, follow these guidelines: 1. Always start with the
customer and work backwards. 2. Move fast.3. Tolerate risk.4. Accept
imperfections along the way. 5. Don’t stop too soon. In short, reengineering is
the opposite of business as usual.
E. Challenges&Solution
Our topic is quite open, It covers almost HR functions contents instead of dig
deeply into 1 functions.
The requirement in the Unit guild is also general compare to others which list
out specific tasks to do.
With a large amount of information in 2 textbooks to research in a quite short
time, we had to take much effort to find key points to cover all the knowledge.
 Analysis, Do research to have insight about 8 HR functions.
 List out main chapters to focus and summarise knowledge in each
chapter of the R. book.
 Discussion of HRM problems pertaining to the topic,
 Time management, flexible and persuasive delivery of key ideas
Question 2: Other Group Report: Employee Orientation
A. Group Project Requirements
- To conduct this topic, Group 3 needs to
 Prepare a script and a plan to welcome and orient 02 recruited
employees (1 direct worker and 01 indirect employee)
 Read the textbook about Employee Orientation”.
- In your presentation, you need
 Overview literature about employee orientation
 Role play to express the welcome and orientation session.
 A summary of important points to pay attention to employee
orientation.
B. HR Function in the Group Project: Training and Development
- Training programs are used to provide job related knowledge to the workers;
impart skills among the workers systematically.
- The important is orientation sessions which helps the new hires get similar to
the organization, its core values, culture and vision; new hires understand the
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improves productivity as well as efficiency levels; encourage a more
collaborative environment.
- Orientation and training programs are important components in the
processes of developing a committed and flexible high-potential workforce
and socializing new employees.
- These programs can save employers money, providing big returns to an
organization, because an organization that invests money to train its
employees results in the employees and the organization profit.
C. Report Summary:
1. EO is an event to introduce new employees.
2. Why is employee orientation important?
3. Place (Office, Online)
4. When (welcome day, orientation meeting)
5. How long: nature of work, number of new employees, amount of
information covered, company's structure.
6. Who is responsible (Directors, HR Department, Coworkers,)
7. Process (BIA)
8. Methods(Lectures, Discussions, Case studies, Simulations)
9. Some factors (Compliance with government rules, Information about the
employer's mission, core values and culture, employer's benefits, policies,
duties, Documentation)
D. Lesson Learned
- Special format; NOT just deliver, Debate and discussion.
- Crucial for Employees, Company, etc.
- How to organize?
- The suggestion?
Question 3: Group Assignment
A. Assignment 1
- Briefly introduce the department where the employee is working.
- Present workflow analysis of the department (O-P-I analysis). In particular,
highlight an O, P and I related to the position analyzed.
- Present the methods to collect data.
 Observation: When? How long? What to collect?
 Interview: questions to ask? Brief answer?
Intro: Chỉ nói vềề accounting department, không phải giới thiệu vềề công ty.
Data collection: Nói rõ hơn vềề cách quan sát and results
Bổ sung questionnaire (mình hiện chỉ đang có những câu hỏi vềề workflow,
thiềếu câu hỏi vềề OPI và JD&JS) và answer.
Bổ sung phâền mục tiều của questionnaire (dùng cho workflow hay JD JS)
Workflow analysis: O: List out, Criteria to measure
P: Step by step
I: Raw materials, Equipment, HR
Câền sửa lại do OPI đang lâẫn lộn giữa vị trí chief accountant với toàn bộ
department.
- JD: Job title,Job summary, Duties, Working condition, Salary-benefit.
(giôếng Job Advertisement): Làm lại theo ý mình (không cho contact vào)
-JS: Qualification, Experience, Skills
B. Assignment 2
- Briefly introduce the selected organization and the position to recruit with
key info JD and JS.
- Channels used to post the ad with the following analyses:
 Which channels are used?
 Why? (Analyze how to reach the targeted readers with the selected
channels)
 Duration? Cost?
Mention how many channels used ( 1 slide to summarise all the presentation)
Phâền explain của topcv không tôết cho câu hỏi “làm thềế nào để dềẫ tiềếp c ận
những người đang tm việc làm”; Sử dụng thềm channel web page của công ty
Chọn mức cost và duration thay vì liệt kề 1 loạt loại cost khác nhau
- Job seekers’ expectations from job advertisements (Methods? What?
Sources?)
Thềm phương pháp research; Sửa cite in-text để biềết đó là journal article;Ý 2,
4 giôếng expectation của HR Management hơn là job seekers
- Job advertisement (closely linked to job seekers’ expectations)
Design các mâẫu ads khác nhau cho phù hợp cái format của các channel khác
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jobs they need to do; reduce stress and anxiety when starting a new role;
Question 4: Re-engineering/Employee Orientation
A. How to conduct?
1. Understanding the situation, intention for re-engineering
2. Detailed planning and design
3. Choose the approach
4. Implement step by step
5. Operation and evaluation
B. Choose 1 function and how that leads to success in reengineering.
- JA: Design a good position – Analyze the workflow – Determine outputs,
procedure, inputs, etc.
- HR Planning: Forecast vacancies, supply and demand consideration
- Recruitment and Selection: Find the best candidate
- T&D: Develop procedures for reengineering with new business goals.
innovative programs are designed to adapt with the new business goal.
Transitioning to technology enhancement.
- PM: Motivate employees to increase teamwork/collaboration or company-
level productivity.
-C&B: A boost to the employee mindset to encourage them to work harder for
their reward. Make the compensation rewarded to the employees that put
out a good job in their newly assigned position.
- EO: Emphasize good morale and loyalty based on concern for employees, a
fair system for dealing with employee complaints and safe working conditions.
PART 1: MULTIPLE CHOICE
8 HR Functions: JA, HR Planning, Recruitment, Selection, T&D, PM, C&B,
Employee Relation
A. HR Planning
- Definition: Analyzing HR need -> development of personnel policies to meet
the needs
- 4 components of HRP: Acquisition, Development, Retention, Renew - D>S:
Overtime, Outsource, External hire, Temporary Employees.
D<S: Downsize, Transfers, Hiring Freeze, Work Share, Early Retire.
B. Recruitment + Selection
- Definition: Seek + Attract qualified applicant. Job vacancies selected
- Internal and External Recruitment.
- Selection Method: CV-verification (10%), Exp-verification (10%), Opinion
Inquiring (10%), Brand-tester (15%), Analytical (25%), Competency (55%),
Behavioral (55%).
- Evaluation: Yield Ratio, Quality, Cost, Time, Soft Data.
C. Training and Development
- Training: Provide employees with KSAOs for better performance.
- Development: Prepare an employee for future responsibilities
* Both training and development are considered organizational investment in
human capital
- Comparison: Traning, Development
 Duration: Short term, long term
 Focus: Specific KSA, preparation for capabilities.
 Main goal: Ensure the expected, Prepare for achievement
 Measurement: Test, Performance Appraisal, Internal Promotion
- Ways to learn: Visual (see) – Auditor (hear) – Tactile (hand-on)
- 5 step for effectiveness: Analysis – Design – Develop – Imple. – Eva.
D. PM and PA
- Comparison: PM and PA
 Purpose: Strategic – Admin - Developmental, Admin – Development -
Research
 Scope: Large, Small
 Focus: Strategic - Developmental, Measure contribution
 Format: Various format, single format (invite)
 Key activities: Define + Facilitate + Appraisal + Encourage + Improve,
Measure + Evaluate + Feedback
- Approach:
Attribute (graphic rating, mixed standard): large data, more staff force.
 Critical incident approach (BARS, BOS): different view, actions cannot
be seen.
 Result-based (SMART, MBO): costly, lack of following up
 Quality Approach (Balanced scorecard, 360-degree): time-consuming,
communication and trust.
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